La hoangvannam sum

(Microsoft Word NCS Ho\340ng Van Nam t\363m t?t LA TA 05 04 2023) MINISTRY OF EDUCATION AND TRAINING NATIONAL ECONOMICS UNIVERSITY  HOÀNG VĂN NAM IMPACT OF KNOWLEDGE MANAGEMENT ON FIRM PERFORMANC[.]

MINISTRY OF EDUCATION AND TRAINING

NATIONAL ECONOMICS UNIVERSITY

- -

HOÀNG VĂN NAM

IMPACT OF KNOWLEDGE MANAGEMENT ON FIRM

PERFORMANCE IN VIETNAMESE ENTERPRISES

MAJOR: HUMAN RESOURCE MANAGEMENT

CODE: 9340404

SUMMARY OF DOCTORAGE THESIS

Hanoi - 2023

WORK IS COMPLETED AT:

NATIONAL ECONOMICS UNIVERSITY

Science instructor: 1 Assoc.Prof.PhD LÊ BA PHONG

2 Assoc.Prof.PhD ĐÀO THỊ THANH LAM

Reviewer 1:

Reviewer 2:

Reviewer 3:

Thesis is defended at the Thesis Judging Committee National Economics University degree

At:… hour, date …… month …… year 2023

The thesis can be found at:

- Vietnam National Library

- Library of National Economics University

INTRODUCTION

1 Research purposes

Today, the basis of competitive advantage in enterprises has shifted

from tangible resources to knowledge resources (Wong and Aspinwall,

2005; Tan and Wong, 2015) Knowledge is considered as a valuable asset

for all businesses (Alavi and Leidner, 2001; Lee and Choi, 2003) And

knowledge management is widely recognized as a tool to help enterprises

maintain a competitive advantage in the market (Nonaka and Takeuchi,

1995; Wong, 2005; Al-Mabrouk, 2006; Chang and Chuang, 2011) ; Mills

and Smith, 2011; Tseng and Lee, 2014; Grupta and Chopra, 2018)

In theory, current studies have not provided an integrated model to

assess the impact of knowledge management on business performance

(Payal et al., 2019) Many studies suggest that knowledge management

includes two aspects: knowledge infrastructure capability and knowledge

process capability (Gold et al., 2001; Mills and Smith, 2011; Tan and

Wong, 2015; Alaarj et al., 2016) However, current research has not yet

agreed on the elements that make up the knowledge infrastructure

capability and the knowledge process capability (Gold et al., 2001; Wong

and Aspinwall, 2005; Tan et al., 2001; Wong, 2015; Ngoc-Tan and Gregar,

2019) Therefore, this study has added the factor of “management

leadership and support” to knowledge infrastructure capability At the same

time, previous studies often only evaluated the impact of knowledge

management on operating performance and ignored market performance, so

this thesis will evaluate the performance of enterprises as a combination of

operating performance and market performance In addition, the author also

adds an item for the "technology" factor to suit the development of current

information technology

In practice, most of the previous studies on the impact of knowledge

management on firm performance are usually carried out in developed

countries (Gold et al., 2001; Chang and Chuang, 2011) ;Pérez-López and

Alegre, 2012; Tan and Wong, 2015) Research on knowledge management

in Vietnam is still very new Recently, Ngoc-Tan and Gregar (2019)

evaluated the impact of knowledge management on performance, but this

study was conducted in a higher education environment with knowledge

management activities and scale of performance is far different from the

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Stemming from the above theoretical and practical needs, the author has chosen the topic: "Impact of knowledge management on firm performance in Vietnam" to carry out research projects of doctoral dissertation

2 Research goals

2.1 Overall objectives

The research objective of the thesis is to test and estimate the model

on the impact of the knowledge process capability and knowledge infrastructure capability on firm performance in Vietnamese enterprises, including operating performance and market performance

2.2 Detail objectives

Firstly, consider the impact of first-order construct of (1) knowledge infrastructure capability and (2) knowledge process capability on business performance, including (1) operating performance and (2) market performance

Secondly, consider the impact of second-order construct variables that are (1) knowledge infrastructure capability and (2) knowledge process capability on firm performance

Thirdly, consider the impact of second-order construct variables that are (1) knowledge infrastructure capability on (2) knowledge process capability in Vietnamese enterprises

Fourthly, based on resarch results, the author proposes solutions with the aim of helping managers and leaders in the enterprise

3 Research questions:

Question 1: Which theory is appropriate in studying the impact of knowledge management on firm performance?

Question 2: How does knowledge infrastructure capability affect firm performance?

Question 3: How does the knowledge process capability affect firm performance?

Question 4: How does knowledge infrastructure capability affect the knowledge process capability of Vietnamese enterprises?

Question 5: What solutions need to be taken to promote knowledge process capability and knowledge infrastructure capability in Vietnamese enterprises?

4 Objects and scope of the research

4.1 Objects of the research

The research object is the impact of knowledge management,

including 2 aspects: (1) knowledge infrastructure capability and (2)

knowledge process capability on firm performance Accordingly, the

knowledge process capability and knowledge infrastructure capability will

be studied on the scale of the whole organization, not focusing on the level

of individuals At the same time, the knowledge process capability and

knowledge infrastructure capability will be assessed by administrators and

leaders in enterprises in Vietnam In addition, the thesis also focuses on

assessing the impact of second-order construct variables of (1) knowledge

infrastructure capability and (2) knowledge process capability on firm

performance including: Operating performance and market performance

4.2 Scope of the research

Regarding research space: The thesis focuses on researching

enterprises in the fields of: Manufacturing, trading, services, information

technology, construction in 31 provinces/cities in all 3 North, Central and

South of Vietnam because these enterprises account for 79,59% of the

structure in the Vietnamese economy (Ministry of Planning and

Investment, 2022)

About research time: The thesis uses primary data based on surveys

by questionnaires for managers and leaders in enterprises in Vietnam in all

3 regions of North Central Vietnam since 2018 to present However, the

survey questionnaire was conducted from May 1, 2021 to the end of

August 31, 2021 At the end of the survey, the author obtained 482

questionnaires that fully answered the information on the answer sheets

from 31 provinces/cities across the country

Regarding research content: Although there are many approaches to

knowledge management in Vietnam and around the world, in this thesis,

the author has extended the research model of Gold et al (2001) ) and Mills

and Smith (2011) by adding the factor “management leadership and

support” to “knowledge infrastructure capability” to assess the impact of

(1) the knowledge process capability and (2) knowledge infrastructure

capability on firm performance including operating and market

performance in Vietnamese enterprises Because the thesis deals with the

performance of the whole organization, the research scope of the thesis

only focuses on the organizational level of the enterprise and does not focus

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on the individual level At the same time, each enterprise selects only one leader who is knowledgeable about knowledge management and operational results to answer the survey questionnaire

4.3 Research methodology

The thesis uses quantitative method with data processing tools such

as reliability analysis of the scale (Cronbach's Alpha), exploratory factor analysis (EFA), descriptive statistics analysis, linear regression according

to least squares method (OLS) based on primary data collection for 482 enterprises in all three regions of North, Central and South in Vietnam

5 New contributions of the thesis

In theory, the thesis has built an overall model to evaluate the impact

of knowledge management on firm performance In which, the thesis has added the element "management leadership and supprot" to knowledge infrastructure capability At the same time, previous studies often only assessed the impact of knowledge management on operating performance,

so this thesis has evaluated firm performance in two aspects: Operating performance and market performance In addition, the author also adds an item for the "technology" factor to suit Vietnamese businesses

In practice, the thesis has pointed out the most important factors of (1) the knowledge process capability and (2) the knowledge infrastructure capability that affects market performance and operating performance in Vietnames enterprises At the same time, the thesis also points out the direct impact of knowledge infrastructure capability on the knowledge process capability in Vietnamese enterprises

At the same time, based on the research results, the author has made

a number of recommendations and solutions to help competent leaders as well as managers in the enterprise to come up with policies to promote knowledge management process to improve operating performance as well

as expand the market in Vietnamese enterprises

6 Structure of doctoral dissertation

In addition of introduction and conclusion, the content of the thesis is presented in 4 chapters:

Chapter 1: Literature review and background theories Chapter 2: Research methodology

Chapter 3: Research results Chapter 4: Conclusion and recommendations

CHAPTER 1 LITERATURE REVIEW AND BACKGROUND

THEORIES 1.1 Definitions

1.1.1 Knowledge and knowledge classification

1.1.1.1 Knowledge definition

Knowledge is one of the most popular and sought-after terms in the

world (Holden, 2002) The scholars who have made the greatest and most

important contributions to the development of theories related to

knowledge include Kogut and Zander (1992), Nonaka and Takeuchi

(1995), Grant (1996), Davenport and Prusak (Kogut and Zander (1992),

Nonaka and Takeuchi (1995), Grant (1996), Davenport and Prusak (Kogut

and Zander (1992) 1998) This thesis uses the definition of Davenport and

Prusak (1998): “Knowledge is a fluid combination of experiences, values,

contextual information, and insights to provide a framework for assessment

and combination of experience and new information Knowledge is derived

and applied in the minds of those who know In organizations, knowledge

is not only contained in documents, or knowledge repositories, but also

contained in the processes, practices, and operating rules of the organization

1.1.1.2 Knowledge classification

a Tacit and explicit knowledge

Based on the research of Polanyi (1966), Nonaka (1994) has clearly

distinguished two concepts "hidden knowledge" and "exposed knowledge"

as follows:

Table 1.1 Compare tacit and explicit knowledge

Helps to adapt to new and special

situations

Can be disseminated, copied, accessed and applied throughout the organization

Includes deep expertise, know-how,

insight

Use for training, development

Ability to coordinate, share vision,

communicate culture

Organize, organize, systematize, turn vision into mission statement as well

as guiding implementation

Delivered through coaching,

face-to-face and one-on-one

Delivered across products, services, and processes that are documented

or documented

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b Knowledge "experience" and knowledge "action"

Some types of organizational knowledge, such as values and beliefs, are not reflected in systematized documents but are written into the brains

of individuals and cannot be transferred through formal documents such as email or official documents Therefore, the way to make tacit knowledge clear is to learn by “action” or learn by “experience”

c Human, social and structure knowledge

- Human knowledge: Usually expressed in the form of tacit knowledge

Personal knowledge is perceptual and cognitive Personal knowledge is often felt or accumulated from an individual's previous experience

- Social knowledge: Like individual knowledge, group knowledge is also a

form of "highly hidden" knowledge Group knowledge is formed through the process of interaction and coordination between individuals or groups and is expressed through the capacity and coordination of working groups

At the same time, the ability to effectively coordinate between individuals

or groups is a manifestation of social knowledge in the organization

- Structure knowledge: Organizational knowledge is also known as

system knowledge Organizational knowledge is different from personal knowledge and social knowledge because it is completely independent of the person/individual who holds the knowledge Because systems knowledge is “highly visible” knowledge, which is embodied in the organization's system processes, operational processes, and databases

1.1.2 Knowledge management

Carlino (2001) argued that innovation depends on changing the ideas

of employees in enterprises At the same time, research by Kanter (1986) confirms that the process of awareness and creation of new ideas is the beginning stage of innovation Therefore, many studies have suggested that all innovation activities in enterprises originate from behavioral innovation

in enterprises (Janssen, 2000; Lumpkin and Dess, 1996; Lu et al., 2015) For example, Janssen (2000) gave the definition of innovation work behavior as “creating, introducing and intentionally applying new ideas in work at businesses businesses to benefit businesses ”(cited by Fu et al., 2014; Omri, 2015) Lu et al (2015) based on research by Scott and Bruce (1994) suggest that innovation consists of three manifestations: forming new ideas, promoting new ideas and applying new ideas

In Vietnam and in the world today, there are many definitions and ways of measuring knowledge management (Ho, 2009; Zaied et al., 2012)

However, most of the prominent studies in the world on knowledge

management have determined that knowledge management in enterprises

includes two aspects: (1) Knowledge infrastructure capability and (2) ) the

knowledge process capability (Davenport and Prusak, 1998; Gold et al.,

2001; Mills and Smith, 2011; Zaied et al., 2012; Ngoc-Tan and Gregar,

2019) From the overview of research works in the world, in this thesis, the

author gives the following definition of knowledge management:

Knowledge management includes two aspects: Knowledge

infrastructure capability and knowledge process capability In particular,

the knowledge infrastructure capability creates conditions to promote the

knowledge process capability in enterprises, thereby helping enterprises

improve competitive advantages and achieve better firm performance

1.1.3 Knowledge infrastructure capability

Knowledge infrastructure capacity is a set of factors supporting the

knowledge management process of enterprises, including 4 elements: (1)

organizational culture, (2) organizational structure, ( 3) technology, (4)

management leadership and support Knowledge infrastructure capability

creates favorable conditions for employees to absorb knowledge as well as

encourages them to share and learn knowledge together to improve

productivity, thereby creating competitive advantages for employees and

better firm performance

1.1.4 Knowledge process capability

The knowledge management process is a set of factors that enable an

enterprise to effectively use its internal and external knowledge resources

to achieve better performance and enhance competitive advantage in the

global marketplace There are four factors in the market: (1) Knowledge

acquisition, (2) knowledge conversion, (3) knowledge application and (4)

knowledge protection At the same time, the knowledge process capability

also helps businesses take advantage of the efficiency created by the

capability of the knowledge infrastructure

1.1.5 Firm performance

Firm performance reflects a firm's ability to meet shareholder

requirements and survive in the market (Griffin, 2003)

Firm performance reflects the ability and results of the enterprise in

using resources such as people, finance and facilities to achieve objectives

(Medella et al., 2005)

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Firm performance are financial and non-financial metrics used by an enterprise to measure how well its results and objectives have been achieved over a specified period of time The performance of enterprises is evaluated through operating performance and market performance

- Market peformance: Includes indicators related to total sales, sales growth, market share, competitive position and overall performance of the business (Delaney and Huselid, 1996; Lu et al., 2015)

- Operating performance: Including indicators on the rate of return on total assets (ROA), rate of return on sales (ROS); profitability, increase in total assets and employee morale (Delaney and Huselid, 1996; Lu et al., 2015)

1.2 Relationships

1.2.1 Knowledge infrastructure capability and firm performance

Knowledge infrastructure capability includes 4 factors: (1) Organizational culture, (2) organizational structure, (3) technology, (4) management leadership and support Many studies in Vietnam and around the world have shown that knowledge infrastructure capability is a particularly important capacity for the knowledge management process in enterprises, helping enterprises to improve their knowledge, operating performance and market performance (Gold et al., 2001; Lee and Choi, 2003; Lee et al., 2008; Liao et al., 2010; Mills and Smith, 2011; Chang and Chuang, 2011; Wong and Wong, 2011; Zaied et al., 2012; Chuang et al., 2013; Tan and Wong, 2015; Alaarj et al., 2016; Payal et al., 2019)

1.2.2 Knowledge process capability and firm performance

Knowledge process capability is a set of key competencies that enable enterprises to implement knowledge management activities within the organization, including four main factors: (1) Knowledge acquisition, (2) knowledge conversion, (3) knowledge application and (4) knowledge protection (Gold et al., 2001; Mills and Smith, 2011) Although currently, researches in Vietnam and around the world have not yet agreed on the factors in the process of knowledge management (Gold et al., 2001; Ngoc-Tan, 2019; Payal et al., 2019) But most studies have concluded that knowledge management process positively affects the performance of enterprises (Gold et al., 2001; Mills and Smith, 2011; Zaied, 2012; Noh et al., 2014; Pérez-López and Alegre, 2012; Alaarj et al., 2016; Ngoc-Tan, 2019; Payal et al., 2019)

1.2.3 Innovation and firm performance

Currently, in Vietnam and in the world, there are very few studies on the impact of knowledge infrastructure capability on the knowledge process

knowledge infrastructure capability is required as a set of supports to make

the knowledge management process of enterprises easier and more

convenient (Lee and Choi, 2003; Ho, 2009, Rehman and Iqbal, 2020) In

addition, the capacity of knowledge infrastructure not only helps the

enterprise's knowledge to be synchronously established, but also creates a

motivation for employees to develop knowledge as well as encourages

them to receive, transfer and sharing knowledge and experience in the

enterprise, thereby improving labor productivity and increasing operational

results for the whole enterprise (Ichijo et al., 1998; Gold et al., 2001; Mills

and Smith , 2011; Tan and Wong, 2015)

1.3 Research gaps

Firstly, about the research model, the author has built an overall

model to evaluate the impact of knowledge management, including:

Knowledge infrastructure capability and knowledge process capability on

firm performance In which, previous studies often only assessed the

impact of knowledge management on operating performance, this study

evaluated firm performance in two aspects: market performance and

operating performance In addition, for knowledge infrastructure capability,

the author has added the factor "management leadership and support" to the

research model

Secondly, in terms of research methods, the thesis uses two methods

at the same time: second-order construct and first-order construct

Second-order construct analysis will help assess the overall impact of the

knowledge management on firm performance In addition, the first-order

construct will help assess the impact of each element of knowledge

infrastructure capability and knowledge process capability on operating and

market performance This will help come up with appropriate and specific

solutions for Vietnamese businesses

1.4 Background theories

1.4.1 Resource based-view

The literature review shows that most of the studies in the world on

the impact of knowledge infrastructure capabilities on business

performance are using a resource-based view (Resource-based view) RBV)

(Holsapple and Joshi, 2001; Chuang, 2004; Mills and Smith, 2011; Tseng

and Lee, 2014; Barkar et al., 2016; Gürlek and Çemberci, 2020)

Studies on the resource-based perspective of Wernerfelt (1984) and

Barney (1991) suggest that if a business has resources that ensure all four

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factors: (1) Value, (2) scarcity, (3) difficult to imitate or copy, and (4) non-substitutable, can create a sustainable competitive advantage over competitors

Source: Barney (1991) The researches of Rumelt (1984), Wernerfelt (1984), Barney (1991), Gold et al (2001) suggest that the resource-based perspective does not just stop at the "resources" inside the business business, but also expanded with the "capabilities" that the business owns Thus, the resource-based perspective is defined as firms using unique resources and capabilities to create a sustainable competitive advantage over the long term (Chuang, 2004) And when businesses have a competitive advantage, it will help increase operating performance for businesses, as well as help businesses create sustainable profits for a long time (Wernerfelt, 1984; Barney, 1991; Huselid, 1995; Denaley and Huselid, 1996; Rothenberg et al., 2015) Therefore, based on the view of resources (RBV), it can be concluded that knowledge infrastructure is a kind of "special capability" that helps enterprises increase their competitive advantage and performance in the future

1.4.2 Knowledge-based view

The knowledge-based view is derived from the resource-based view because knowledge is a unique and extremely important resource for creating competitive advantage (Grant, 1996b) Most of the research in the world on the impact of the knowledge management process on business performance is based on the knowledge perspective put forward by Grant (1996b) (Hsu and Sabherwal, 2011; Noh et al., 2014; Donate and Pablo, 2014; Gürlek and Çemberci, 2020; Rehman and Iqbal, 2020)

Grant (1996b) argues that knowledge is the main and key productive resource in creating business strategies as well as creating added value for enterprises

- Firstly, enterprises can accumulate knowledge through regulations and directives In particular, regulations are standards established to regulate the interaction between individuals and employees in the

Resources

- Value

- Rare

- Imperfect Imitability

- Non-substitutability

Compettitive Advantage

instructing novices Enterprises can issue regulations on work, salary and

bonus regimes or regulations on initiatives in the organization Individual

employees will be more motivated to generate new ideas if they know they

will receive rewards This will help businesses get more creative ideas from

individual employees (Nguyen Van Thang, 2015)

- Secondly, enterprises can accumulate knowledge through sequence

Sequence is the production process in the enterprise The order stipulates

that employees in the enterprise must produce and strictly follow the

production stages sequentially in a separate time unit In which, different

workers will have different work orders and regulations with separate time

periods (Nguyen Van Thang, 2015) Through the promulgation of orders

and procedures related to production and business activities, enterprises can

guide employees to thoroughly follow the steps in the working process,

thereby spreading the word knowledge more easily At the same time,

these sequences can be accumulated over time so that older workers can

easily interpret and transfer to newcomers

- Thirdly, businesses can accumulate knowledge through habits

Habits are workers' actions, signals and responses that are repeated over a

long period of time and are difficult to change Habits are developed by

teams working within a business over a relatively long period of time

Habits allow complex interactions to occur between individuals

automatically Therefore, enterprises can share and transfer knowledge

through changing habits as well as forming good habits of employees

through working groups At the same time, the good habits of a certain

work group can be a good knowledge that is widely disseminated by the

enterprise to the whole company

- Fourthly, enterprises can accumulate knowledge through problem

solving as well as decision making by working groups Problem solving is

often introduced to perform complex or unusual tasks (Nguyen Van Thang,

2015) Through the process of problem solving and decision making,

individuals in the working group will have the opportunity to exchange and

interact with each other, thereby forming new ideas to solve problems,

helping businesses industry can gain more knowledge

Therefore, it can be concluded that the knowledge management

process helps businesses increase customer satisfaction, business reputation

as well as improve the efforts of employees At the same time, the

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change of the business environment, increase innovation as well as accelerate the commercialization of products, while minimizing waste , saving production costs, thereby improving business performance (Gold et al., 2001; Mills and Smith, 2011; Supyuenyong and Swierczek, 2011)

1.5 Research model and hypothesises

1.5.1 Research model

- Independent variable: Knowledge management includes two aspects: (1) Knowledge infrastructure capability and (2) knowledge process capability Knowledge infrastructure capability includes four factors: (1) Organizational culture, (2) organizational structure, (3) technology, and (4) management leadership and support And the knowledge process capability has four factors: (1) Knowledge acquisition, (2) knowledge conversion, (3) knowledge application and (4) knowledge protection

- Dependent variable: Firm performance includes two aspects: (1) Operating performance and (2) market performance

Based on the theoretical basis and overview, the model is as follows:

Figure 1.2 Research model

Leadership

Application

Technology

Structure

Culture

Acquisition

Conversion

Protection

Knowledge-infrastruture capability

Knowledge process capability

Firm performance

Operating

Market

1.5.2 Research hypothesis

Hypothesis H1: Knowledge infrastructure capability has a positive impact

on firm performance

Hypothesis 2: Knowledge management process has a positive impact on

firm performance

Hypothesis 3: Knowledge infrastructure capability has a positive impact on

the knowledge process capability

CHAPTER2 RESEARCH METHODOLOGY

2.1 Research design

The author used a combination of two methods: Qualitative research

and quantitative research Qualitative research is used to add a measure of

“management leadership and support” At the same time, with qualitative

research, the author has selected the most important and appropriate

indicators for knowledge infrastructure and knowledge management

process in the context of Vietnam's economy Meanwhile, quantitative

research is used to test research hypotheses, as well as evaluate the impact

of independent variables on dependent variables in the research model The

data used in the study were collected throughout the country including the

North, Central and South regions

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Figure 2.1 Research process

Source: Author's proposal

Step 1: Research overview: The research overview is applied to

systematize and find out the theoretical gaps related to the relationship between the knowledge infrastructure capability and knowledge process capability on firm performance

Step 2: Research the theoretical basis: Through the study of

overview and theoretical basis, the author has developed research hypotheses for independent variables, intermediate variables, dependent variables and control variables as well as the preliminary scale of variables

in the research model between knowledge management and firm

Preliminary qualitative research

Official quantitative research

Building and standardizing

Research report

Hypothesis testing

Conclusion, discussion and recommendations

variables and scales

Step 3: Preliminary qualitative research: After determining the

research overview and theoretical basis, the author has conducted

preliminary qualitative research The purpose of qualitative research is to

select, test and identify the most important factors of knowledge

management and knowledge infrastructure that affect business

performance At the same time, based on the research scale on knowledge

management and knowledge infrastructure of Gold et al (2001), the author

used qualitative research methods to select important indicators and the

most appropriate of knowledge management and knowledge infrastructure

in the context of enterprises in Vietnam Besides, through qualitative

research, the author has also added a number of indicators for knowledge

process capability and knowledge infrastructure capability in enterprises in

Vietnam In addition, through qualitative research, the author has also

adjusted the terms and styles used in the survey questionnaire to suit the

economic context of Vietnam

Step 4: Formal Quantitative Research: After finishing the qualitative

research and correcting the Vietnamese scale, the author conducted a

formal quantitative research by collecting survey questionnaires from

businesses industry in all 3 regions of North, Central and South of

Vietnam The author conducted the construction of the questionnaire in two

ways Firstly, the author designed a survey questionnaire on A4 paper and

sent it directly to businesses in Hanoi Secondly, for businesses that are far

away due to geographical distance, the author has designed a survey

questionnaire on the Google Form application and sent it to the email

addresses of businesses for assistance in answering The survey period took

place in 4 months from February 1, 2021 to May 1, 2021 The author sent a

total of 1.500 survey questionnaires to business partners and received 539

responses (35,9%) from 31 provinces and cities in all 3 regions of the

North, Central and South of Vietnam At the same time, the subjects

selected to participate in the survey were Directors/Deputy Directors of

enterprises to ensure accuracy and representativeness Because the Director

or Deputy Director are the ones who have the most accurate and

knowledgeable understanding of the production and business activities of

their business The survey questionnaire consists of 60 questions, of which:

(1) Organizational culture (VH) has 6 questions, (2) organizational

structure (CC) has 7 questions, (3) technology (CN) has 5 questions, (4)

management leadership and support (LD) has 7 sentences, (5) knowledge

acquisition (TN) has 5 questions, (6) knowledge conversion (CG) has 6

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protection (BV) has 7 questions, (9) operating performance (VHA) has 5 questions and (10) market performance (TT) has 5 questions All the questions in the survey questionnaire sent to businesses are designed on a Likert scale from level 1 to level 5, in which level 1 is "strongly disagree" and level 5 is "strongly agree"

For quantitative analysis for second-order construct variables, the tools used include: Descriptive statistical analysis to determine the mean and median values of the research data set In addition, the author also uses the reliability analysis of the scale of independent and dependent variables according to Cronbach's Alpha coefficient, exploratory factor analysis (EFA) to remove inappropriate observed variables as well as reducing a set

of many observed variables into a smaller set but keeping the original information content and meaning In addition, the author also uses the correlation analysis method to evaluate the Pearson correlation coefficient

to determine the correlation relationship between the independent variables and the dependent variables Finally, the least squares linear regression (OLS) method was used to test the research hypotheses All these analytical methods were performed using SPSS software version 20

Besides, in addition to unidirectional variables, this study also uses multi-directional variables in the analysis In which, the two independent variables are the knowledge management process and the knowledge infrastructure, while the dependent variable is the business results The knowledge management process is a collection of variables: (1) Knowledge acquisition, (2) knowledge conversion, (3) knowledge application and (4) knowledge protection Meanwhile, knowledge infrastructure is a collection

of variables: (1) organizational culture, (2) organizational structure, (3) technology, and (4) management leadership and support The performance

of an enterprise is a collection of variables: (1) Operating performance and (2) market performance

Step 5: Report the research results: Finally, based on the estimated

results of the research model, the author will conclude and discuss the research results At the same time, the author also made some recommendations to help businesses in Vietnam come up with appropriate policies on knowledge management as well as create a cultural environment for spreading knowledge for employees activities, contributing to promoting the performance of enterprises in Vietnam

CHAPTER 3 RESEARCH RESULTS

3.1 Descriptive statistics research sample

The survey results show that the most respondents are directors in

enterprises with 279 people, accounting for 57,8% In addition, the Deputy

Director had 203 respondents to the survey questionnaire, accounting for

42,2% It can be seen that the response rate to the survey questionnaire

between the Director and the Deputy Director is relatively equal and there

is no big difference

There is a clear difference in the educational level of the respondents

who responded to the survey questionnaire In which, the most respondents

to the survey questionnaire were Masters with 239 people, accounting for

49,6% Next is the university degree with 186 people, accounting for

38,6% Intermediate/college level has 35 respondents, accounting for 7,2%

And finally, the subjects who answered at least were PhDs with 22 people,

accounting for 4,6%

Statistical analysis results show that the age group participating in

the survey the most is from 40 years old to under 50 years old with 235

people, accounting for 48,8% And the age group participating in the

survey is at least over 60 years old with 32 people, accounting for 6,6%

Besides, the age group from 30 to under 40 years old has 36 people,

accounting for 7,5% And the age group from 50 to under 60 has 179

people, accounting for 37,1%

3.2 Results of testing scales

3.2.1 Cronbach’s Alpha

The thesis evaluates the reliability of the scale according to

Cronbach's Alpha coefficient for each group of observed variables with the

criterion of excluding observations with total correlation coefficient < 0.3

and Cronbach's Alpha coefficient < 0.6 ( Hair et al., 1998) After testing

Cronbach's Alpha, all groups of factors give good results

3.2.2 Exploratory factor analysis (EFA)

The results of the first exploratory factor analysis (EFA) for 50

independent variables with 8 factors show that the variables have

converged and are separate in each group However, the LD7 indicator

"Leaders show support for knowledge management" has a factor loading

coefficient < 0.5, so it will be excluded from the research model (Hair et al

events, 2018) After removing the LD7 indicator from the LD factor, the

author conducted the second exploratory factor analysis (EFA) for 49

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independent variables with 8 groups of factors The analysis results show that all factors have converged and separate At the same time, all indicators have factor loadings greater than 0.5, so they qualify in EFA analysis (Hair et al., 2018) In addition, the cumulative total explanatory variance in the second EFA analysis for the independent variables was 74,060 > 50%, showing that the survey data explained more than 74% of the variation of the variables in the research model The study should have very high reliability (Hair et al., 2018)

The results of exploratory factor analysis (EFA) and the reliability of the scale according to Cronbach's Alpha coefficient showed that the dependent variables had convergence and separateness At the same time, the observed variables all have factor loading coefficients greater than 0.5,

so they are satisfactory (Hair et al., 2018) Besides, the KMO coefficient in the EFA analysis is 0.947 > 0.5, so it meets the standard (Hair et al., 2018)

In addition, the cumulative explanatory variance of the dependent variables

is 61,587, showing that the survey data explains more than 61% of the variation of the variables in the research model

3.3 Correlation analysis

The results of the correlation analysis show that the independent and dependent variables are all correlated at 5% significance level At the same time, there is no pair of Pearson correlation coefficients between the variables greater than 0.8, so there is no serious multicollinearity (Hoang Trong and Chu Nguyen Mong Ngoc, 2008)

3.4 Linear regression analysis

3.4.1 First-order construct

Table 3.1 Regression results

Variables Operating performance (VHA) Market performance (TT)